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Much of the discussion around the effectiveness of wellness plans centers health care cost savings: Healthy employees should mean lower spend on health care.

But Dr. Risa Lavizzo-Mourey, president and CEO of the Robert Wood Johnson Foundation, the nation’s largest health and health care philanthropy, points out that the key benefits should not be measured solely by the dollars and cents of health care savings. Such ROI calculations also must factor positive impacts on company culture.

Dr. Lavizzo-Mourey writes in LinkedIn: “A focus on reducing healthcare costs alone is no longer the gold standard for workplace wellness programs. Innovative organizations are moving towards a more organic “culture of wellbeing” that takes into account the social, psychological, and physical health of employees, in the belief that such programs will engender a more positive and productive workforce that will boost the bottom line.”

Further: “This holistic approach requires that the calculations for “return on investment” (ROI) for wellness programs go far beyond how well they reduce health care costs. Companies committed to nurturing a culture of wellbeing look for low turnover rates, a wider choice of top candidates for job openings, fewer absences, and increases in sales and productivity. They measure job satisfaction, recruitment, and retention of workers.”

Creating this positive culture starts with the CEO. And in looking across a range of companies, Dr. Lavizzo-Mourey lists some key initiatives from which other leaders can learn:

• “Senior management articulates a corporate vision with health as a priority, and participates in wellness programs”
• “The resources for leading a healthy lifestyle are plentiful and free, such as free gym memberships, healthy dining choices, walking paths, and paid time off for volunteering”
• “Relentless communication about program offerings and a culture of wellbeing”
• “An on-site health clinic to provide acute care and routine visits for employees with chronic conditions”
• “A culture of wellbeing evolves continually, incorporating suggestions and feedback from employees. Learn from mistakes and move on”
• “Management at all levels is held accountable for conveying the organization’s values in fostering wellbeing”
• “Champions are important to the culture of health and should be identified at every level of an operation, from executives to hourly wage employees”